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5. EXTERNAL AND INTERNAL ASSESSMENT

The University of North Texas, a metropolitan, research university had a fall 1999 enrollment of 26,493 students. UNT is the largest and most comprehensive university in the Dallas-Fort Worth Metroplex. Founded in 1890, the university's name was changed from North Texas State University in 1988 by the Texas Legislature, which grants the institution authority to award baccalaureate, master's, and doctorate degrees (see Chapter 105, Section 105.43 of the Texas Education Code). Within its nine colleges and schools, UNT has many nationally ranked programs and offers 103 bachelor's, 136 master's, and 47 doctoral degree programs. The University is classified as a Doctoral I University by the Carnegie Foundation for the Advancement of Teaching. Over 23 percent of its students are enrolled at the graduate level.

The University is located in Denton, Texas a city of approximately 80,000, 35 minutes north of Dallas and Fort Worth. The Dallas-Fort Worth Metroplex is one of the most dynamic business and cultural regions in the United States with a population approaching five million. The University houses approximately 4,500 students in on-campus residence halls, 11,000 more reside in Denton, and the remainder commute to the Denton campus or one of the institution's off-site locations. The University is part of the University of North Texas System, which includes the UNT Health Science Center in Fort Worth and the UNT System Center at Dallas. The system is governed by the UNT/UNTHSC-FW Board of Regents. The Chancellor of the system is the CEO of both campuses and the President of UNT.

The University of North Texas is divided into nine colleges and schools and maintains high visibility as a research and outreach university with more than 50 centers and institutes (see Appendix A -- 1999-2000 Organized Research and Service Units). The institution graduates over 4,500 students per year and over 77,000 alumni live in North Texas. The largest college is Arts and Sciences followed by Business Administration and Education (see Figure 1).

UNT has an enrollment of 26,493 students, with 90% from Texas and 68% from the Dallas-Fort Worth area. Another 4.9% are from other states and 4.7% are from other countries. UNT students are predominately White, although this percentage continues to decline. Since 1990, African-American enrollment has increased by 31 percent and Hispanic enrollment by more than 69% (see Figure 2). In 1990, Whites constituted 82.9% of UNT's total enrollment while African-Americans were at 6.4% and Hispanics at 4.4%. In 1999, these percentages were 72.1%, 8.6%, and 7.6% respectively.

Like other metropolitan universities, UNT is distinguished by the primary constituencies that are served by the institution. UNT's key service areas are the Dallas-Fort Worth-Denton area and the rest of Texas. In fall 1999, 90 percent of all UNT students were from Texas and 68 percent were from the Dallas-Fort Worth combined metropolitan statistical area (CMSA). The University serves both the traditional student who enters college immediately after high school graduation and the nontraditional student who starts or returns to college later in life. Because numerous colleges and universities are located in the Metroplex, students have a unique opportunity to enroll in more than one institution at a time. Many UNT students are enrolled at other metropolitan colleges and universities while attending UNT.

UNT generally admits about 2,800 undergraduate transfer students each fall. The majority of transfers came from Dallas and Tarrant county two-year colleges. Over 53 percent of fall 1999 undergraduates were originally admitted to UNT as transfer students. UNT maintains close relationships with area two-year colleges and utilizes established articulation agreements to help students move smoothly from junior/community colleges to the University.

UNT enrolls approximately 80 new doctoral students, 580 new master's students, and over 400 new post-baccalaureate students each fall. Sixty-two percent of UNT's graduate students enroll for fewer than nine hours and are considered part-time. Many of these students are already employed full-time. Of the full-time graduate students, a great number are funded through fellowships/assistantships. This funding is critical for them to maintain full-time enrollment and complete degree requirements in a reasonable time. If more funding were available, larger stipends and awards could be offered to attract more full-time students, increasing the number of Texans with advanced degrees. With a strong economy and jobs plentiful in the area, many Texans are postponing their graduate studies. This phenomenon will likely pose a threat to Texas' economic future as more businesses and companies will need workers with advanced skills and education.

To ensure that all students will be adequately prepared to meet the academic rigors of UNT's curriculum, students whose standardized test scores demonstrate a need for assistance are required to complete a special course in personal and academic effectiveness. Students can be guaranteed admission if they graduate in the top 25% of their class. UNT recognizes that certain students do not score well on standardized tests but still have the potential to do well in college. Consistent with past procedures, these students can be admitted after individual review by UNT admissions counselors. Factors beyond test scores and grades that are used to admit students to UNT include first-generation college attendance, employment experience, special abilities such as bilingual proficiency and meeting family responsibilities, leadership activities, and individual achievements.

The University of North Texas is viewed by its peers as a leader among metropolitan universities in the United States because of its diverse degree programs, wide spectrum of basic and applied research, high-quality creative activities, and partnerships with the public and private sectors. These partnerships allowed the University to contribute a major role in addressing the varied and complex needs of the North Texas region.

The University has initiated many advisory groups and boards to give Texas business, professional, and community leaders the opportunity to validate UNT's work. A common theme from these leaders is that "UNT graduates perform!" Employers often cite the strong work ethic of the university's graduates as a major factor in their success in the workplace.

UNT's positive perception by external agencies is evident by its numerous accreditations. The University's accreditation by the Southern Association of Colleges and Schools was last reaffirmed in 1995. The University also holds national, discipline-specific accreditation in twenty different areas, including accounting, behavior analysis, business, chemistry, clinical and counseling psychology, computer science, counseling education, education, electronics, health and behavioral medicine, hotel/restaurant management, interior design, journalism, library and information sciences, manufacturing technology, music, public administration, recreation and leisure studies, rehabilitation counseling, social work, and speech and hearing sciences.

UNT has received numerous accolades for its innovative Texas Academy of Mathematics and Science (TAMS). In 1987, the University of North Texas opened the Texas Academy of Mathematics and Science, a one-of-a-kind program for gifted high school students who earn two years of college credit in residence while concurrently completing their last two years of high school. Over 1,000 students have graduated through TAMS and 80 percent of TAMS graduates continue on to receive four-year degrees in mathematics, science, and engineering. About two-thirds of TAMS graduates continue their university studies in Texas. In 1997, 173 TAMS graduates received over $2.6 million in scholarships. The entering class of 1998 has 61 National Merit Finalists and 38 National Merit Commended Scholars with an average SAT composite score of over 1300.

Organizational Aspects

UNT is one of the twenty largest employers among Dallas-Fort Worth public employers, universities, and hospitals and the largest employer in Denton County. Over 735 regular FTE faculty and 488 other FTE faculty provide instruction at UNT. More than 1,650 regular and 828 other staff are employed by UNT. These figures include 1,474 exempt staff who are retirement eligible and 1,104 non-exempt staff in the same category. Over 2,220 staff are in classified positions and 3,359 are in non-classified, most as non-retirement eligible. The largest EEO category at UNT is in the professional category (20.5%). Other categories include 18.6% clerical/secretarial, 11.8% service/maintenance, 10.9% paraprofessional, 4.1% skilled craft, and 4.1% administrative. Thirty percent of UNT employees are faculty.

The organizational chart showing how UNT is configured is shown in Appendix B. The UNT administrative management style is exemplified in the agency's philosophy on page 14.

The UNT Board of Regents members are appointed by the Governor. The ten-member board approves policies and sets parameters for institutional operations, and the university administration carries out policy through institutional procedures. A list of board members is provided on the Title Sheet.

Service Area

The primary service area for the University of North Texas is the Dallas/Ft. Worth Metroplex.

The following provides a profile of the students/customers at UNT:

• 26,493 students were enrolled at UNT in fall 1999;

• UNT is located in the Dallas-Fort Worth Metroplex, the largest metropolitan area in Texas with over 5 million people;

• The Metroplex population will grow to over 11 million people by 2030;

• 77% of the students at UNT in fall 1999 were undergraduates, 12.5% master's and 4.5% doctorates;

• The majority of undergraduates at UNT are full-time students (76.6%) while the majority of graduate students are part-time (63.6%);

• The average age of undergraduate students is 22.5 years and 32.8 years for graduate students;

• Approximately 55% of the students at UNT are female;

• Over 8.6% of the students are African-American; 7.6% are Hispanic; 3.8% are Asians; and 4.7% are international;

• 90.4% of the students at UNT come from Texas and 67.7% are from the Dallas-Fort Worth Metroplex;

• 53% of UNT's undergraduates originally came to UNT as transfers from another institution and the majority of these transfers came from Texas two-year colleges;

• The average SAT score for entering freshmen at UNT for fall 1999 was 1078, significantly above the Texas average of 993;

• The Texas Academy of Mathematics and Science -- a special program where 400 talented high school students complete the last two years of high school and the fist two years of college concurrently -- is located at UNT;
• 4,500 students live in UNT campus residence halls making UNT one of the largest residential campuses in Texas;
• The university grants over 3,300 baccalaureate, 1,100 master's, and 170 doctoral degrees annually; and
• Approximately 70% of the UNT's new full-time freshmen are retained to the following year, and approximately 36% of full-time freshmen complete a degree in six years at UNT with an additional 12% graduate from another state university or college making UNT's graduation rate 48%.

A summary of the identified strengths and challenges of UNT's human resources follows:

1. The University is the largest employer in Denton County and has a committed, dedicated, and high quality faculty and staff.
2. Staff turnover has been consistently moderate and down from the high levels experienced in the 1980's, with turnover rates ranging from 16.45% to 19.67% for the fiscal years 1993 through 1999. UNT FY 1999 staff turnover rate of 18.15% was only slightly higher than State of Texas average for FY 1999 of 17.58%. (Figure 3, Turnover, UNT Regular Staff and Regular Faculty, FY 97, 98 and 99)
3. Technical computing support and hardware/software for HR systems and services has been adequate to excellent, including mainframe system support, networked personal computing systems, Internet service, and hardware installation and servicing.
4. The University has been able to maintain generally competitive staff salaries for the City of Denton and the surrounding (non-metropolitan) area, and is able to develop applicant pools for vacant positions that are generally acceptable to employing departments and result in successful hires.
5. Generally the University benefits from a high level of employee education, training, and development, and an emphasis on customer service. A variety of excellent training and development and educational programs and courses are offered to improve faculty and staff member's skills, productivity, sense of service and personal development.
6. Employees are experiencing high levels of change and growth, and are generally meeting the challenges well. This is evidenced by the successful implementation of Y2K programming changes, the opening of the EESAT and Murchison Performance Center buildings, the creation of the new System Center at Dallas, increasing enrollment, improved levels of customer service, etc.
7. Communication with faculty and staff and access to HR services is generally good, with varied opportunities for interaction with faculty and staff members through personal contact, presentations, training sessions, Internet, electronic mail, answer line, periodic publications such as InHouse and the HR Newsletter, and the faculty senate and staff council.
8. Graduate student employees and regular faculty and staff and their dependents are offered excellent and competitive insurance benefit programs through the Uniform Group Insurance Program (UGIP) administered by the Employees Retirement System of Texas. The insurance coverage offered through the UGIP includes health, optional term life, dental, short and long-term disability, voluntary accidental death and dismemberment, and dependent life. The University offers long-term care coverage also.
9. Regular faculty and staff are provided excellent and competitive retirement programs. All retirement eligible faculty and staff members must participate in the Teacher Retirement System (TRS) Program, a defined benefit plan. Faculty and certain administrators may elect participation in the Optional Retirement Program (ORP), a defined contribution plan, in lieu of TRS. Both programs provide matching contributions for the participants. In addition to TRS or ORP, individuals may also elect to contribute to a 403(b) Tax Deferred Annuity Program. Other excellent and competitive benefit programs are offered such as health care and dependent care reimbursement accounts, a liberal holiday schedule and vacation and sick leave accruals, and a faculty/staff/retiree/dependent educational scholarship program.
10. Appropriate grievance and appeals processes, including mediation, are provided to handle faculty and staff complaints, grievances, and disputes.
11. The University's staff has done an excellent job of complying with federal and state laws and regulations.

1. The diversity among the University's faculty and administrative, professional and technical staff needs to be improved.
2. Technical computing support for new systems and services is less than optimal, with the Human Resources Management Information Systems project leader estimating a 20-year backlog to complete already existing projects. New systems are greatly needed to support the next level of automation by providing key functions such as on-line employment applications, automated payroll and other forms processing, on-line employee access to personnel records, and on-line web-based benefit enrollment.
3. The University experiences periodic specific problems with salary rates for certain staff positions that are not as competitive as necessary to attract and retain the highest quality candidates, for example: some professional computing positions and some other titles, usually administrative, professional, or technical ones. The University will also experience more competition for competent staff with the northward movement of the Dallas/Ft. Worth job market. More funding for faculty and staff salary increases is needed. The University is understaffed for the staff Employment function so that applications are not processed as rapidly as departments prefer.
4. While employees are often highly educated and in many cases well-trained, due to limited resources they are not consistently connected with specific job related training or training that will assist them to advance to new levels of employment. A higher degree of information technology literacy will be required of all faculty and staff. There is also a need to provide more comprehensive training and development programs, including:

• More programs offered in Spanish, and in English as a Second Language, for employees who speak Spanish as their primary language; and, Spanish as a Second Language for supervisors and coworkers who work with employees who speak only Spanish; and GED programs for service workers.

• More organizational development programs such as need analysis, customized training programs, problem solving and facilitation, etc.

• More extensive and varied computer compliance training.

5. While employees are experiencing high levels of change and growth, some are being severely challenged, in some instances leading to health problems, stress and depression, decreased morale and productivity, and resignations. An increased emphasis on ‘people care' is needed, including a policy and program for prevention of violence in the workplace, a substantive employee assistance program, workload relief through flexible hours and/or telecommuting, and other support services.
6. Access to HR services could be improved, particularly in the area of services to employees on shifts other than 8 to 5, services to employees whose only/primary language is Spanish, and services to outside applicants who are employed 8 to 5 elsewhere.
7. Health care benefit levels will continue to decrease and member's cost will increase due to the rising cost of medical care.
8. Many non-ORP eligible employees, especially professional and technical employees, will continue to want eligibility for a defined, matching-contribution retirement plan such as ORP in lieu of participation in TRS, which is a defined benefit plan.
9. There is a need to have additional trained individuals to serve as neutrals/mediators to handle mediations of disputes.
10. An increasing number of new federal and state laws and regulations add to the workload of an already lean staff and make compliance more difficult or non-existent.

The University of North Texas is located in Denton County on 460 acres with over 120 buildings comprising over 4 million gross square feet. Fifty-six buildings are considered major buildings of more than 10,000 square feet, including nine residence halls that can accommodate approximately 4,000 students. Two private halls are located adjacent to campus and house 500 students.

The University of North Texas takes pride in its capital asset resources and takes seriously its responsibility to maximize those resources. The university's mission of teaching, research, and service continues to be accomplished because of its qualified and dedicated faculty, staff and administrators and its capital asset resources. Like other higher education institutions, UNT continues to spend considerable funds on upgrading classrooms and offices to provide high-quality education facilities, including upgrades in technology and equipment. In 1998, the University completed a comprehensive Campus Master Plan. This blueprint provides a framework for UNT's campus development well into the 21^st century.

The major strength of UNT's capital resources continues to be the Higher Education Assistance Fund (HEAF) provided by the state of Texas. Prior to establishment of the HEAF (1983), UNT had a serious lack of funding sources for academic and administrative equipment, building construction, renovations and major repairs, land purchases, and library enhancements. The HEAF provided monies for hundreds of computers, which were essential to the teaching/learning aspects of academics and essential to the efficient institution operation and management. Leaky roofs were repaired and institutions finally had the means to establish deferred maintenance programs. Without the HEAF, UNT other state institutions of higher education would have serious difficulties completing their teaching, research, and service missions.

UNT's accompanying strength is the effective management of capital assets, accomplished by diligence, accountability, and prudent management practices. Recognized as one of the best managed institutions of public higher education in Texas, UNT continues to deliver education in the most cost efficient manner possible. Another strength of UNT's capital assets is sufficient space within the current master plan and property adjacent to the campus to meet future expansion needs. Since UNT is located in the most dynamic growth area of Texas and one of the fastest growing regions in the United States, very large student enrollment increases are projected. Thus, the campus location is also considered a large capital asset. Given these factors, the University is ready and capable of increasing the efficiency and strength of its capital assets to maximize resources in the 21st century.

One limitation of the capital assets is a deficiency of facilities at the university. Student enrollment at UNT grew significantly at a time when the Coordinating Board approved construction of few new buildings. Although some badly needed facilities were constructed during the last five years, the University still has a space deficit. A shortage of mid- to large-size classrooms and science facilities is another area of concern. The age of many of UNT's buildings is another weakness. Although HEAF monies provided the means to eliminate many deficiencies of our capital assets, older buildings and equipment require a greater amount of support to maintain, repair, and replace. Another weakness of our capital assets is related to continuously changing laws and regulations. For example, access requirements and changes required for buildings constructed prior to the ADA legislation have cost millions of dollars. In addition, regulations pertaining to asbestos abatement resulted in millions of dollars of expense to perform special removal projects. Those costs are projected to continue.

UNT has a considerable amount of privately owned property within its master plan. The purchase of additional property continues to be a priority since acquisition is essential for the future development of the campus. More land will be required to meet current needs and provide space for expansion to meet projected student enrollment increases. Further, Denton County is involved in a very dynamic economic boom which will cause property prices in the City of Denton to continue to rise substantially. Additional construction will be necessary to cope with current and future building deficiencies. Both the demolition of substandard buildings and the construction of high priority buildings are planned. In addition, a strategic, orderly maintenance program that protects the large investment of capital assets maintains a high priority

Through its internal planning processes, the University has identified its capital construction/renovation needs below.

The University of North Texas is committed to increasing the number and value of business transactions with historically under-utilized businesses (HUB). UNT increased the HUB participation from Fiscal Year 1999 to Fiscal Year 2000 (semi-annual report) in the building construction area.

In addition, comparisons of the current year and past fiscal year indicate several of the minority/ethnic categories have increased. Increasing the HUB sub-contracting opportunities is a major objective for this year and next. UNT is currently short in meeting some of the state's goals, but with the implementation of the strategies outlined in Appendix C, good progress will be made in reaching the goals in Figure 4.

The formal recognition of the UNT System reinforces the role that UNT plays in Texas as one of the state's top five universities. The organization of the system will be a high priority for both UNT and the UNT Health Science Center in Ft. Worth.

The formal recognition of the University of North Texas System reinforces the positioning of UNT as one of the State's top five universities. The organizing of the System will be a high priority for both University of North Texas and the University of North Texas Health Science Center-Fort Worth.

The University of North Texas operating budget for fiscal year 2000 was $307,030,746. Education and general (E&G) expenditures represented $148,357,167 of that amount with general revenue (GR) making up 63.2 percent of the E & G budget (up from 62 percent in fiscal year 1998).

The university's grants program received more than $24.5 million in sponsored project awards in fiscal year 1999. This amount was almost 21 percent higher than fiscal year 1997. Strategies implemented to bolster the institution's ability to attract more research support during the last few years appear to be effective. The position of Vice Provost for Research was separated from the Graduate Dean position. Grant accounting was placed under the Controller's supervision, and a new sponsored projects tracking system was implemented. A new Assistant Vice President for Research and Sponsored Projects has extensive experience in securing research grants.

UNT received an increase of approximately $10.2 million per year in its appropriations for the 2000 -- 01 biennium. This increase included special item funding for Tuition Revenue Bonds and the UNT System Center at Dallas.

The new funds permitted increases in support for instructional and student services. Because the Legislature did not provide funds for faculty salary increases the first year of this biennium, the institution used a portion of the new appropriation to fund this important cost. Also, several new faculty positions were funded. These measures should have an impact on graduation rates, but the effect will not be felt immediately.

Even with a legislatively mandated $1,200 increase in staff salaries and money from the Back-to-Basics funding for faculty salaries in the fall of 1997 or 1999, UNT needed to provide additional money for pay raises. Because UNT lags behind its benchmark institutions -- University of Houston, Texas Tech University, and The University of Texas Arlington -- for faculty and non-classified staff salaries, additional resources for salary increases were generated by raising board-designated tuition for 1999-2000.

An increase in the 2000-01 biennium appropriation will fund other university needs, such as additional faculty, staff for distance learning and computing, new advisors, enhanced diversity efforts, improved campus security, and student retention. While the University could have raised more money by raising board designated tuition further, officials were sensitive to the student's ability to pay for a college education. To raise costs too high would detract from a major goal of the University, to increase the number of Texans who receive baccalaureate degrees.

UNT reached its highest enrollment in 1990 with 27,160 students and then experienced declines in enrollment through 1996. In 1997, enrollment began to increase, particularly at the undergraduate level. The major contributing factor to the continuing increases are higher enrollments among ethnic minorities.

The University of North Texas (UNT) has an enrollment of 26,493 students, 90.4% of whom are Texas residents. Another 4.9% of UNT's enrolled students are from other states and 4.7% are from other countries. Since 1990, the enrollment of African-American students has increased by 32% and Hispanic enrollment has increased by 70%. In 1999, the ethnicity breakdown was as follows: 72.1% White; 8.6 % African American, 7.6% Hispanic; 3.8% Asian or Pacific Islander; 4.7% non-resident alien; 2.4% unknown; and .8% Native American and Alaskan Native.

Future Trends

The Texas Higher Education Coordinating Board (THECB) projects that Metroplex institutions of higher education will experience the largest enrollment increases of all state institutions. The enrollment increase will be due in large part to the substantial population growth in the North Texas region, particularly in Hispanic population.

The Metroplex is the fastest growing major economy in the nation. UNT is strategically positioned to serve students seeking higher education opportunities as population growth and business expansion moves northward, with significant movement into northeast Tarrant and southern Denton counties. Conservative estimates project that UNT's enrollment should reach 30,000 by 2010, and, exceed 35,000 by 2015. Much of this growth will result from the increasing college-going rates projected for Hispanic citizens.

The University's ability to deal with this projected growth in enrollment will depend largely on the availability of adequate funding for distance learning access, adequate on-campus facilities, and new faculty and staff positions. In addition, UNT is making an effort to find off-campus locations at which to offer undergraduate and graduate programs in closer proximity to concentrations of students and with better access from their work sites.

With the opening of the University of North Texas System Center at Dallas and the aggressive plans already in place on the Denton campus to recruit and retain more ethnic minority students, faculty and staff, more ethnic minorities will gain access and complete baccalaureate degrees. When the Dallas site reaches enrollment benchmarks set by the THECB a new university should be authorized as Dallas' first public university.

The University of North Texas maintains an ambitious program to provide an appropriate, yet cost-effective information resource infrastructure. This infrastructure is continually enhanced to meet the instruction, research, and support needs of a Doctoral I University.

Complete computing services are available to students through UNT's 13 general access computing laboratories. These laboratories provide in excess of 640 workstations. One lab is an adaptive lab for students with special needs. Another lab is open 24 hours a day. To help carry-out its metropolitan mission, the University maintains 47 free local dial-up lines and several hundred ($10/mo) "premium" dial-up lines available from the local area and the Dallas-Fort Worth area. Students pay a computer fee to help offset the cost of some of these services.

The University has made a significant commitment to both mainframe and distributed computing, as well as the supporting communications infrastructure. Approximately 95 percent of the University's 6,500 microcomputers are connected to the campus backbone communications network. The University's fiber optics backbone is being upgraded to Gigabit speed and all building-wide networks are being upgraded to 100-megabit speeds. The University also has a CATV broadband network, which is used for video distribution.

A UNIX-based multi-processor system provides general academic support for more than 20,000 users. Other UNIX systems provide extensive support for UNT's Web site and specialized scientific and research computing needs. An IBM mainframe computer provides support to both academic and administrative functions. A DEC Alpha computer system supports the Libraries' comprehensive library automation system. The UNT Libraries also manage a large CD-ROM network, including on-line access to several hundred CD-ROM platters. A large network of file servers, managed by colleges and other departments, provides basic services to faculty and staff workstations and student labs. All of these systems are linked, via the campus-wide fiber optic network, to each other and to the Internet.

The institution's business functions are supported by a number of administrative information services, including an on-line budget viewing system, a comprehensive student records system, a human resources system, a capital inventory tracking system, and several innovative voice response applications (teleregistration, credit card payment by telephone, financial aid, etc.) to enhance student services. Most of these applications are also available via the Web.

The University of North Texas uses telecommunications technology extensively to deliver higher education, conduct research and provide public service. Specifically, UNT provides:

• Web-based courses. We have over 20 courses that are taught exclusively over the Web, with more than 120 other courses using the Web for some component of instruction in Spring 2000, and a total of more than 400 courses in use or under development. We actively encourage Web course development, with a grant program to faculty that provided $200,000 this year alone.
• Distributed learning courses via two-way interactive videoconferencing. UNT's videoconferencing network of 13 videoconferencing systems in the Dallas/Fort Worth metroplex is housed at six locations, is connected to TTVN as well as the GSC network, and provides ISDN dial-up to locations around the world. Twenty-two courses were taught in the Spring 2000 semester utilizing videoconferencing as the primary method of delivery.
• Student services over the Web, including course registration, financial aid, library bibliographic information, University information, and student Web page hosting.
• Information about the University to the world, with a central Web site supporting over 13 million hits per month. As a public service, UNT hosts a statewide searchable database for and on parent educators in Texas, as well as the Texas Fashion Collection database. Our academic departments provide a myriad of research and scholarly reports on the Web.

These and other Internet-based services are carried over a nine megabit connection to the commodity Internet provided by the General Services Commission. We will soon be upgrading that connection to a 45 Mbps port, again through the GSC's contract. Videoconferencing sites are linked via dedicated T1 lines, with switched public network ISDN services provided by the University's local exchange carrier, GTE.

UNT has set ambitious educational goals for the next five years. Recognizing the need for higher education to serve students who cannot come to campus, we plan to have three percent of our credit courses online by the end of the 2000-2001 academic year and ten percent online within the next three years. Building upon strengths of our current Web course inventory, UNT plans to add five full degrees or certificate programs to its distributed learning course offerings within the next two years, completing our existing Library and Information Science degree, Learning Resources Endorsement certificate, Merchandising, and Computer Education and Cognitive Sciences degree programs. Additional full programs in Hospitality Management, Behavior Analysis, and Vocational Counseling are already in development.

In order for UNT to reach all of its educational goals, several additional telecommunications services that fall under TIF funding legislation will be necessary, the most important of which is to increase the bandwidth capacity of our link to the Internet. As more courses are delivered on the Web, as we employ the public Internet for videoconferenced instruction, and as bandwidth-hungry streaming video course content become more prevalent, the DS-3 (45 (Mbps) connection we will install this summer will quickly become saturated. We anticipate that our data communications bandwidth requirements will grow exponentially, so a long-term source of funding for this expensive yet crucial telecommunications technology is imperative. In addition, the funding that the University is able to provide to support Web course development is severely restricted to capital equipment and programming, so a more flexible funding source, with greatly increased funding, is needed to develop world class Web content.

The University of North Texas is located in the ninth largest metropolitan region with arguably the strongest, most diversified and promising economy in the nation. A critically important factor that explains that growth is the strength of the economy.

One of the most dominant challenges facing the North Central Texas region relates to population growth experienced in the last decade and projected for the future. As of January 1, 2000 the total regional population was 5,119,950, with average annual growth exceeding 100,000 per year (1.1 million increase since 1990).

Current regional forecasts predict significantly higher levels of population, households, and employment than in previous projections. These projections represent 30-year increases of 2.7 million residents, 1.1 million households, and 1.1 million jobs. The increase in population growth is disproportionately high when compared to household or employment gains. This uneven relationship is due in part to unexpectedly high international migration into the North Central Texas region, as well as slowed declines in household size experienced during the 1990's.

The disparities in population to employment growth takes into consideration the fact that the number of baby boomers will double the region's number of individuals over age 60 by the year 2025 to nearly 25%, resulting in more retired persons and relatively fewer workers among the citizens of our area. This will mean that the need for high-quality university graduates will grow substantially.

The North Texas Council of Governments (NTCOG) prepared a plan addressing transportation issues that will be compounded by significant increases in the regional population. The document, "Mobility 2025: The Metropolitan Transportation Plan," outlines strategies to accommodate transportation needs while considering economic, environmental, and financial issues. Areas of moderate and severe peak-period congestion are increasing in the Metroplex, and recommendations for rail service, transportation management systems, bicycle and pedestrian transportation districts, and additional HOV facilities are recommended to ease congestion.

Several key economic variables will significantly impact UNT's delivery of services during upcoming years. These variables include: 1) population growth, particularly in the northern sectors of the Metroplex; 2) job and economic growth in the Metroplex; 3) the need for well-trained employees to accommodate an increase in technology-based businesses; 4) continued growth in business opportunities through NAFTA; and 5) a downturn in Asian markets and economic conditions.

The major growth in the Metroplex is in the northern sectors and is occurring at the middle to upper-income levels, driving up the average household income in these areas. This increase in the number of households will be followed by an increase in businesses that will relocate to the northern sectors of Dallas, Denton, and Tarrant counties. The rapid growth also presents major transportation problems for the region. However, if the City of Dallas wants to meet its potential as a world leader, a greater emphasis must be placed on the southern sector.

Economists predict that the growth in businesses and development in the Dallas-Fort Worth metropolitan area will continue. While the U.S. unemployment rate was at 4% in January 2000, and the Texas unemployment rate was 4.6% in December 1999, the unemployment rate for the Dallas Ft. Worth area was a low 2.8%. Even though in-migration continues to climb, the Metroplex's unemployment rate remains at the lowest rates in more than 20 years. With a low unemployment rate and favorable economic conditions, individuals need opportunities to further their education on a part-time basis and in locations near their work.

With new companies locating in the area, existing companies expanding, and the spin-off ventures by many other sectors of the economy, the job-rate forecast is bright for the North Texas area. This translates into both an opportunity and a challenge for UNT.

With more people moving to the Metroplex, enrollment at the University is projected to increase significantly. The current business expansion means that many workers will need to upgrade their skills in preparation for potentially higher-paying jobs. On the other hand, with jobs so readily available, many workers will opt to immediately enter or remain in the workforce, thus postponing higher education. The challenge for UNT will be to offer more innovative and flexible programs and schedules to meet the needs of Metroplex workers and to make higher education more accessible and affordable.

One of the greatest challenges currently facing high-tech employers in the Dallas-Fort Worth area is the availability of skilled labor. Only Boston and San Francisco/San Jose have more technology-based employers than Dallas-Fort Worth. Estimates suggest that the Metroplex has more than 200,000 technology-based jobs.

An estimated 190,000 job openings are available for information technology workers across the nation today. This nationwide shortage means that information-technology (IT) companies and non-IT companies such as banks, manufacturing firms, and governmental agencies, will find it difficult to hire all the needed high-tech workers in the next few years. The need for universities to graduate these types of workers quickly will be related directly to the region's continued prosperity.

Another area of continuing business growth in North Texas is NAFTA-related trade. Texas is Mexico's largest trading partner in the United States and the Metroplex greatly benefits from this. An increase in NAFTA business will mean more job opportunities for UNT graduates and more students who will seek higher paying jobs by completing postsecondary degrees. The university's new program in Logistics was a direct response to this demand.

Other key economic variables include a number of concerns about quality of life in the Metroplex. Criticisms cited in nationally reported surveys and studies regarding technology, workforce and the DFW business climate include: low educational attainment levels; under-performing public schools; deteriorating air quality; rising traffic congestion; and slowness in bringing technology into the classroom. In addition, a 1999 report gave Texas a "F" grade for comparatively high unemployment (35^th), a high number of layoffs (49^th), poor employer health coverage (43^rd), large numbers of working poor (46^th), and high poverty (43^rd). Texas also ranked near the bottom on a number of social indicators. Texas ranked low in high school graduation rates (43^rd), educational attainment levels (47^th), and air quality (44^th) as well.

These "human capital" issues are being addressed by business and educational leaders in order to prepare an adequate workforce to meet future needs in the Metroplex. The implementation of the UNT System Center at Dallas and the partnership with area businesses to provide educational opportunities for citizens in southern Dallas and Ellis counties is one strategy for positively impacting the economic future of our region.

Many federal statutes and regulations affect institutions of higher education, but some statutes have an especially noticeable effect on the University of North Texas. The interpretation and application of the Americans with Disabilities Act (ADA), is still in the developmental stages and new issues frequently arise in this area. Further, recent cases by the United States Supreme Court have had, or will have, a significant impact on the interpretation of gender-based discrimination in the work place and in the universities environment. Specifically, the definition of sexual harassment has evolved to include same sex actions and later this year the Supreme Court will rule as to whether a single action can constitute sexual harassment. In addition to the issues historically handled by UNT's Offices of Disability Accommodation and Equal Opportunity, these newer issues are expected to strain the university's resources to respond appropriately.

If the Texas Legislature were to remove sovereign immunity because of the Texas A&M bonfire incident, the liability exposure for state institutions would be significantly increased. While UNT is a defendant in several court cases, the impact as measured by funding is not overly significant. If UNT were to lose both cases currently on appeal, the liability should fall in the $250,000 to $350,000 range. However, UNT has a good basis for appeal on both cases.

Other legal issues of concern include: more aggressive appeals in tenure and promotion matters, more stringent research guidelines and standards, worker's compensation, negligence lawsuits, discrimination allegations, First Amendment and free speech issues, due process matters, student disciplinary actions, campus security, complex contractual agreements, and Title IX and other intercollegiate athletics issues. Each of these continues to be important areas for institutions to monitor and address.

UNT has implemented an evaluation through its Compact with Texans. Results of the spring 2000 survey of students, the university's primary customer, are summarized in Appendix E.

To assist in determining how UNT can be in the best position to meet future needs, several external groups have been established to advise the University. Recurring themes among these advisory groups is the need to provide degree and research programs that transcend discipline boundaries, the demand to educate the future workforce, and the request for greater application of research findings to current day problems and issues. UNT has responded to these challenges by initiating new interdisciplinary programs, providing new services and outreach programs, revamping degree program requirements, and developing new ways to integrate research findings with society's needs.

Innovative interdisciplinary degree programs are offered through several UNT programs. The Institute of Applied Science offers both master's and doctorate degrees and provides technical and scientific problem-solving expertise to private and public agencies addressing water and land resource management issues. These degree programs combine coursework from the sciences, geography, and philosophy. Graduate programs in materials characterization science draw from the principles of physics and chemistry. Advanced degrees and research in materials characterization science fill a critical need to examine materials at the sub-atomic level to address issues related to better building materials, microcomputer components, and other important products produced or used in Texas. Programs in aging offer opportunities for collaboration among several programs at UNT and the UNT Health Science Center.

UNT has over 50 advisory groups that it uses to gather information about possible changes in curricula and degree requirements. These advisory groups include many members who are employed in private sector businesses and government agencies. A prime example of the effectiveness of this relationship occurred in the College of Business Administration during 1996. Several Metroplex companies came to the University and asked that a degree in logistics be offered. The curriculum was developed in collaboration with business leaders and UNT now offers an undergraduate logistics degree. Many other UNT programs also work closely with businesses to provide internship opportunities for students. This type of on-the-job education is beneficial both for the student and the company sponsoring the student.

The University has a long history of being a leader in applied research. The University has over 50 research and service centers and institutes (see Appendix A), through which faculty and staff address current and future issues and problems. Special attention is given to the concerns of metropolitan areas, thus, accenting the institution's mission as a metropolitan, research university. For example, several centers in the UNT School of Community Service address real-life problems of local communities. The Institute for Studies in Addictions and the Center for Public Service assist local communities that are experiencing substantive abuse problems among teens. The Center for the Study of Education Reform in the College of Education has been instrumental in researching the impact of school vouchers.

Another important way the University assesses its performance is through annual reports on the state's prescribed set of performance measures. Table 2 shows actual data for fiscal years 1998 and 1999. These measures are also used by the University in its planning process. They are considered to be key indicators of the university's success in achieving its goals and objectives. The planning process is described in Appendix D. Included in this appendix are the planning assumptions that the University uses to analyze where it is and where it should be going. Projected outcomes and outputs for these measures as defined in the 1998-99 Appropriations Bill are presented in Appendix F.

These performance measures have been incorporated into the university's internal planning process. The University uses targets set by the Legislature Budget Board as institutional benchmarks. For the remaining measures, annual targets are established by examining historical data or benchmarking against comparable Texas universities.

One very important benchmarking process for colleges and universities is through the numerous reviews by external accrediting and auditing agencies that examine higher education institutions. As a member of the Commission on Colleges of the Southern Association of Colleges and Schools (SACS), UNT uses the criteria set by the accrediting body for self-evaluation. SACS uses over 425 criteria to assess all of its members. Each institution is evaluated on a ten-year cycle by a full visiting committee, but is responsible for continually meeting the criteria. Institutions annually submit information on their financial health and ongoing institutional effectiveness. UNT was last evaluated by SACS in 1995. The institution adequately responded to twenty recommendations from the visiting committee and maintains its accreditation through 2005.

In addition to the ten-year review by SACS, the Commission on Colleges requires a program review each time the University makes a substantive change in its offerings. In 1998-99, UNT submitted 10 requests for approval of substantive changes. These almost annual evaluations allow the University to measure itself against the numerous standards set for universities in the South.

Besides SACS review and accreditation, some of UNT's academic programs are accredited by discipline-related agencies. UNT has successfully responded to recommendations by visiting committees from the following agencies: The International Association for Management Education, Accreditation Board for Engineering and Technology, Accreditation Commission for Programs in Hospitality Administration, Accrediting Council on Education in Journalism and Mass Communication, American Association of Applied and Preventive Psychology, American Chemical Society, American Library Association, American Psychological Association, American Speech-Language-Hearing Association, Association for Behavior Analysis, Computing Sciences Accreditation Board, Council for Accreditation of Counseling and Related Educational Programs. Counsel on Rehabilitation Education, Counsel on Social Work Education, Foundation for Interior Design Education Research, National Academy of Early Childhood Programs, National Association of Schools of Music, National Association of Schools of Public Affairs and Administration, National Council for Accreditation of Teacher Education, National Recreation and Park Association/American Association of Leisure and Recreation Council on Accreditation, Texas Education Agency.

UNT also establishes benchmarks through the use of several topic-specific plans. For example, the institution maintains a detailed enrollment management plan that includes annual targets for at least five years. The University also maintains a diversity plan as part of its obligations to address the Texas Educational Opportunities Plan (TEOP). This plan also contains five-year goals and benchmarks.

Employee satisfaction with working at UNT is measured through two means. The first is a survey of faculty and staff conducted by the UNT University Planning Office every three years. The last one was conducted in 1997. The second method is through the university's newly created Staff Council. Created in 1999, this body provides an important communication link from staff to the Chancellor and Provost.

The 1997 survey of employees showed the following issues of concern for UNT staff and faculty:

The 1999-2000 Staff Council spent most of its time getting organized, writing bylaws, and developing better communication with the administration. The issues identified by the Council for greater attention in 2000-01 are communication by e-mail, recognizing staff accomplishments through awards, and building a "culture" among staff on campus.

• Nationally and internationally recognized academic programs and faculty
• A committed, dedicated, and high-quality faculty and staff
• Comprehensive and high-quality programs befitting the leading university of North Texas
• A diverse array of academic programs appropriate to meet the needs of an expanding economy, the workforce of the future, and a high-quality of life for all Texans
• An emphasis on interdisciplinary programs to maximize human and fiscal resources and to better meet the needs of the metropolitan area
• High-quality programs in music, visual arts, theater, and dance that bring the highest caliber of artistic achievement to the region and state
• A mixture of excellent undergraduate and graduate programs where graduate offerings help strengthen undergraduate programs
• Graduate faculty who also teach undergraduate courses
• Continuing partnerships with North Texas area businesses, industries, and the public sector
• A strong working relationship with the University of North Texas Health Science Center at Fort Worth to maximize the use of resources to meet needs in critical areas, such as public health
• The new UNT System Center at Dallas
• Collaborative arrangements with other universities through the University Center of Dallas (formerly the Dallas Education Center) and the Federation of North Texas Area Universities to avoid duplication and inefficient use of the state's resources
• Cooperative agreements with community/junior colleges in the North Texas area to allow a seamless transition from high school through an associate degree to baccalaureate and graduate degrees
• Research and service centers and institutes that identify innovative ways to address problems facing families, school children, business, and other issues of great importance to Texas
• The use of more than 50 advisory groups to help identify areas in which UNT's academic, research, and outreach programs can be improved
• A university library system designated by the U.S. Department of Education as a member of the Center of Research Libraries
• Long history of offering courses at off-campus sites in North Texas so that more citizens have access to higher education opportunities
• Commitment to enhancing access through new and innovative distance learning systems
• Location in one of the fastest growing parts of the state and nation
• A strong presence in both Dallas and Fort Worth with degree programs, research, and outreach services
• One of the state's largest and best Colleges of Education which positions UNT to address the projected shortage of school teachers
• A wide array of student activities that provide a well-rounded student experience, such as residential life experiences, exceptional visual arts and performing arts activities, and a full program of sports and intercollegiate competition.
• Aggressive programs and activities to diversify further the institution's student body, faculty, and staff
• Flexible scheduling of classes to meet the demand of the working Texan who needs to upgrade his/her skills and knowledge
• Efficient use of facilities for instruction, research, and support
• An appropriate balance between raising tuition and fees with the student's ability to fund their education
• Low administrative costs
• Efficient use of utilities in times of rising unit costs
• Large number of computers available to students
• Commitment to protect the state's investment in the institution's physical plant
• Efficient use of classrooms and laboratories

• Continuing population growth in the primary area served by UNT and the ability of public higher education institutions to meet the demand
• Projected increases in the need for access to higher education in the Metroplex and adequate state support for UNT to appropriately respond
• Increasing demands by business and industry for skilled workers for new types of jobs not yet identified
• Increased costs of instructional programs and services that provide high-quality education for the citizens of Texas
• Students' financial needs to pay for a college education and the growing number of Texas families who cannot address that need
• Inadequate state and federal financial aid to assist needy students who qualify to attend UNT
• An increase in federal regulations and requirements for higher education that impede effective management and take resources away from instruction
• The need to improve faculty and staff compensation in the face of inflation and greater competition for services
• Lack of mass transportation systems that reach the Denton campus
• Increase in the number of under-prepared students who want to enter the University
• Limited state funding that restricts the university's ability to be proactive in preparing for future growth instead of reacting to it
• Increased restrictions placed on the university's efforts to diversify its students, faculty, and staff

These strengths and opportunities have been used in internal planning by summarizing them as planning assumptions (see Appendix C).

Following is a listing of initiatives under consideration for line item funding requests before the Legislative Budget Board. The list will be refined, and its priorities possibly rearranged, during the summer prior to the presentation before the LBB.

1. UNT System Center at Dallas

The UNT System Center at Dallas was established in fall 1999 by approval of the Texas Higher Education Coordinating Board. The System Center offers junior and senior courses leading to the completion of nine bachelor and three master's degrees and a variety of certificates and endorsements. More programs will be added as demand warrants. If UNT does not have a program needed, another North Texas university will be asked to offer the program. The Center also offers many opportunities to join with the public schools in southern Dallas and Ellis Counties to increase the high school graduation and college going rates. Enrollment in courses offered at the System Center will more than double in fall 2000 and again in fall 2001. By fall 2002, enrollment should be over 1,000 students. While formula funding produced from smaller enrollments in 2000-2001 will provide some of the money needed to support courses, services, and outreach activities, other funds are needed. A special item of $4.2 million was appropriated for 2000 and 2001 fiscal years, another $2.6 million is being raised from the North Texas private sector. Approximately $1.8 million has been raised as May 15, 2000. Continued local support will be sought as excellence money to ensure high-quality programs in the southern sector of the Metroplex, an ethnically diverse part of Texas.

 

2. UNT System Administration

The UNT System was formally approved by the Legislature in 1999. Like other higher education systems, the UNT System will establish an office with appropriate personnel and activities and seek funding for this item.

3. Texas Academy of Mathematics and Science

The Texas Legislature established the Texas Academy of Mathematics and Science (TAMS) in 1987 (VTCA 105.95), an early admissions university program for gifted and talented Texas high school students with career goals in mathematics and science. Prospective students are nominated and selected during their sophomore year in high school. Once admitted, academy students complete their junior and senior years of high school and the first two years of college concurrently in residence on the University of North Texas campus. Aggressive efforts are undertaken to identify historically underrepresented students for this program.

4. Request made on behalf of the Federation of North Texas Universities:

The Federation of North Texas Area Universities includes the University of North Texas, Texas Women's University, and Texas A&M at Commerce. The Associate Members are the University of Texas at Arlington, the University of Texas at Dallas, Midwestern State University, and the Dallas County Community College. With agreement for the other Federation Universities, UNT is making the LAR request for the 2002-2003 biennium. The Federation's scope includes the oversight and management of the Universities' Center at Dallas, formerly the Dallas Education Center. Courses leading to the completion of 4 bachelor's and 2 master's degrees are offered at the Center. In addition, other enrichment courses are offered.

5. Tuition Revenue Bonds

Tuition Revenue Bonds for the construction of a science building and for the acquisition for property/construction.

These initiatives were funded during the last legislative cycle. Institutional funding may be used for one or more of these line items rather than requesting line-item funding

1. Institute of Applied Sciences

The Institute of Applied Sciences (IAS) brings technology to bear on problems of land and water resources. Major objectives of the institute are (1) to provide technical and scientific problem solving expertise to private and public agencies addressing water and land resource management issues, (2) to provide technical training to current and future land and water resources professionals in state-of-the-art techniques for addressing water and land resource problems, and (3) to coordinate the University of North Texas' capabilities in addressing land and water resource problems facing Texas.

2. Center for Studies in Emergency Management

The institute's mission is to provide the technical training, education, and research to mitigate the financial and human loss from natural as well as technological disasters. In addition to offering the only in-residence undergraduate degree in emergency administration in the U.S., the institute is at the forefront in providing continuing education opportunities for experts in emergency administration who must respond to an ever-widening range of disasters. The University's Institute of Emergency Administration and Planning is recognized as the leader in Texas and the nation in preparing persons for professional careers in emergency administration.

3. Center for Volunteerism

This Center was a direct response from the Texas Commission for National and Community Service and the identified needs from the volunteer communities. The Commission's request to UNT recognizes the benefits of the university's leadership in developing community service programs. The Center fosters enhanced professionalism and stronger performance in the leadership of volunteers and community service efforts in Texas by providing interdisciplinary graduate education, applied research, service-learning training for K-12 teachers, technical assistance and professional development.

1. North Texas Autism Project

Autism is a devastating disorder affecting approximately 1 in every 500 children born (Center for Disease Control, 1997). As attested to by parents throughout the state, a crisis in service delivery exists in Texas due to a severe shortage of professionals. The North Texas Autism Project (NTAP) Professional Training Clinic Facility in the Department of Behavior Analysis addresses the shortage of appropriately trained professionals in Texas. In addition, parents in the North Texas area who seek early and intensive behavioral intervention (EIBI) services need access to treatment programs where appropriately trained professionals are available for consultation, program development, and to supervise service delivery.

2. Center for Solid State Materials Chemistry

The Center for Solid State Materials Chemistry is an interdisciplinary center in solid-state chemistry designed to help meet the needs of the north Texas region and the State of Texas. The center will help provide the educated work force and the research expertise required for the high technology industry that increasingly typifies the state. The emphasis of the center will be on understanding the fundamental science of solid state chemistry and building new technologies for the next generation of solid state materials and devices. Areas of interest to the center are expected to include synthesis and characterization of novel semiconductors and the characterization of thin films in the hostile environments required for their preparation.

 

3. Center for Watershed and Reservoir Assessment and Management

The University of North Texas has unique capabilities to develop and operate a Center for Watershed and Reservoir Assessment and Management (CWRAM). For over 60 years the University has had an active reservoir limnology teaching and research program. UNT's Institute of Applied Sciences has conducted problem-solving research related to watersheds and reservoir assessment and management for over 20 years. The University has developed state-of-the-art capabilities in remote sensing and geographic information systems (GIS) -- important tools in watershed analysis. For over 20 years, researchers at UNT have worked collaboratively with water suppliers in the state conducting watershed and reservoir assessments and developing management plans. UNT has a long history of training professionals in these areas. Faculty and staff available to support the CWRAM have strong credentials and experience in: limnology, remote sensing, geographic information systems, environmental engineering, aquatic ecology, aquatic toxicology, hydrology, soils, geology, environmental modeling, geomorphology, environmental policy, aquatic botany, wetland science, environmental planning, spatial analysis, statistics, information management and environmental education.

4. K-16 Council

This special initiative would seek formation of a K-16 Council to address issues of concern across educational levels. The most comprehensive conception of the K-16 Council would involve higher education, K-12, and business and community leaders from the region in working together to address complex educational challenges in a forum convened by the Chancellor. The agenda will focus on personnel shortages, alignment of curriculum across all levels and communication with multiple public segments about the purposes of education.

5. Math and Science Education Initiative

This program would foster the development of pre-service Math and Science educators for K-12 public schools; provide professional development enrichment opportunities for K-16 Math and Science educators; and explore curriculum alignment in the Math and Science disciplines K-16. This program would create a summer institute for Math and Science educators to discuss content and pedagogy. Art and Music faculty would be involved with College of Education and College of Arts and Sciences faculty in preparing the Institute, which may be taken for academic credit. UNT Math and Science faculty would have the opportunity to interface with public school teachers and community college educators to foster curriculum alignment. Educators at all levels would be involved in systematic dialogue throughout the year, to ensure students were well prepared to transfer from each educational institution in the areas of Math and Science.

6. Southwestern Regional Biomedical Tracer Facility at UNT

The University of North Texas (UNT) seeks to establish and begin operations of a center, provisionally titled the Southwestern Regional Biomedical Tracer Facility (SRBTF). The center will enable UNT and its public and private corporate partners to address critical state and national needs in the supply of radioisotopes for nuclear medicine research and cancer therapy. It will also provide a unique venue for education in the disciplines that support nuclear medicine -- such as advanced medical imaging, radiopharmaceutical development, and health physics -- and related fields such as the industrial applications of particle accelerators and radioisotopes.

7. Laboratory of Forensic Anthropology and Human Identification

The laboratory has performed high quality forensic analyses for Texas public agencies at no cost for ten years. Increased demand for services and advances in DNA technology mandate upgrading of equipment, refurbishment/retrofitting of lab space, and additional technical personnel. Proposed new services represent unique offerings available from no other public agencies. The addition of automated mtDNA and PCR capability is uniquely suited to badly degraded samples encountered routinely by the laboratory.